He told employees work on day off, but it backfired when a Gen Z made him regret his decision

In today’s corporate world, generational differences are increasingly shaping workplace dynamics. Younger employees, particularly those from Gen Z, often value work-life balance, personal boundaries, and fair treatment, which can clash with traditional management approaches that prioritize strict oversight and extended working hours. This tension was recently highlighted when a Gen Z employee in a UK-based company exposed the toxic behavior of his Indian manager, who attempted to make employees work on a scheduled day off.

Overbearing Management Practices
The employee reported that the manager, after taking over the team, introduced strict rules such as monitoring breaks and limiting them to two 30-minute periods daily. Additionally, the manager held long stand-up meetings—sometimes up to three hours a day—leaving engineers with minimal time for actual work. The team described the environment as highly stressful, with more time spent in meetings than on productive tasks.


Social media commenters noted that such management practices are often encouraged because superiors favor managers who push employees to produce results, even at the cost of morale. Some employees emphasized that in many Indian workplaces, junior staff are expected to work overtime or on weekends without extra compensation, fostering a culture of overwork.

Turning the Tables
The situation escalated when the employee, scheduled for leave, received repeated calls from the manager to join a work meeting. Complying initially, the employee joined the call, only to face questioning from senior colleagues and a programme manager, who pointed out that such practices would not be acceptable under UK HR policies. The manager, confronted, immediately turned off his camera. Subsequently, the employee’s German director intervened and instructed him to leave the call.


The employee later reflected that the experience allowed the team and leadership to see the manager’s toxic behavior firsthand. He emphasized that documenting such incidents and communicating them to higher management is critical for creating accountability.

Social media reactions showed widespread support for the employee. Commenters recommended raising issues promptly and documenting repeated incidents to avoid retaliation. Many observed that Indian managers often struggle with respecting personal boundaries, particularly when leading international teams. Younger employees are increasingly unwilling to accept domineering managerial styles, especially in foreign companies that prioritize employee well-being.